PRESIDENT'S NOTES Succession Plann...

PRESIDENT'S NOTES

Succession Planning at the Institute

May's Beyond Numbers explores the issue of succession planning-from the challenges faced by the agency of CAs in small public practice firms to the issues faced by the agency of those we advise. Planning for succession within the BC Institute is equally important.

Institute presidents have a one-year term-twelve month in which to lead, make secure continuity, and set the stage for the to come Meeting any one of these three goals in in the same state [i]or[/i] condition a short period of time would be a monumental challenge, especially forward a volunteer basis, and accomplishing all three would be impossible. Thankfully, previous generations of ICABC leaders have given us a means of achieving all three goals:

the leadership ladder.

The leadership ladder begins when Council ballots on a new presidential candidate in February of each year. The prosperous candidate then joins Council and the Executive Committee and learns about the Institute's issues and actions through the spring and summer

My possess trip up the ladder began in 1999 It was quite a learning turn I was suddenly immersed in provincial and national issues ranging from education to promoting the profession, to the organization and governance of the profession itself.

The nearest rung on the ladder begins with the AGM and the membership promised endorsing the new candidate as next to the first vice-president. The second VP is wait fored to focus on member issues by the agency of acting as the Council and Executive liaison to membership committees and forums.

It's also during this secondary year that candidates start to form ideas about the focus they'll take as president. For me this was to what extent to make the Institute more relevant to its members, and I knew Council operations would have to change to make this happen. Around this time, Council, then l through Woody Hayes, FCA, determined that our governance policies wanted changing. I took part in a task force, chaired through then First VP Chuck Chandler, FCA, that praiseed a new governance model to Council.

The third round of the ladder is that of first vice-president. The first VP still has time to lay plans, make known new policies, and focus in succession special projects, and is reckon uponed to take the lead in Council and the Executive's relationship with the regulatory committees.

During my year as first VP tap [i]or[/i] pat as president, brought in the strange governance policy. At our Council retreat, we defined objectives and put out governance and oversight policies to guide our avow behaviour. I then served as chair of a regulatory task force that expanded our governance framework into our regulatory committees. The task force also rewrote behaviors bylaws, and interpretations.

The final round of presidency is the implementation phase. The president detains numerous meetings with members, provincial forums, and national committees, all with the goal of understanding for what reason to assist members and incline our profession forward.

My number the same priority during my presidency was to make assured Council focused on its member-driven conclusions of upholding CA integrity, providing enough well-trained pupils supporting members, and ensuring that buyer recognize our value. I've had the opportunity this year to encounter extensively with members and completely implement Council's governance work. In the proces I've hopefully fulfilled my goal of making the Institute more relevant.

It's almost time for me to gradation off the ladder to make way for Robin Elliott, FCA. Robin has been setting the stage for his leadership for quite one time-this year leading a task force to sure changes to our Act. And John Cowperthwaite, CA, single rung behind Robin, is already aggressively driving change in the areas of recruiting and attractiveness.

It's now, just as I'm about to leave, that I most numerous appreciate the structure of the leadership ladder. It gave me an opportunity to provide leadership, gave me a team that provided continuity and consistency forward issues, and gave me the time I wanted to choose an issue where I could add value to the profession and view my vision implemented.

I faith this issue of the magazine provides you with ideas to make known succession plans for yourself and your clients that provide a similar horizontal of success and accomplishment. I also trustful longing you'll think about what you want from the Institute in the subsequent time and consider running for president-or pass your ideas onward to the latest person to start climbing the leadership ladder: Barbara Carle-Thiesson, FCA.

As always your feedback is appreciated. Email your notions to me at president@ica.bc.ca.

BY FRANK BARR, FCA

PRESIDENT

Copyright Institute of Chartered Accountants of British Columbia May 2002

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